MSc Management Personal Effectiveness Assignment Sample

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Introduction

Personal effectiveness allows individuals to analyze the challenges in order to change them into strength and it also helps individuals to rectify their weaknesses and allows them to make strategies in order to overcome challenges that can hamper the character or productivity of an individual (Jha, 2018). However, this assessment is related to the personal effects associated with the case study of Sundar Pichai, who is the CEO of Google, and he has won this position through his ambition, generous personality, and loyalty.

MSc Management Personal Effectiveness Assignment (2)

Case Study Review

Skills and behaviors that have resulted in Sundar Pichai becoming a personal effective global leader

Google CEO Sundar Pichai has gained worldwide acclaim for his simplicity, generosity and commitment to work. Young entrepreneurs respect him for his courteous nature, resilience, and desire to be clearly driven about office politics and drama, which has helped him develop his career and build an influential personality. Pichai shares the view that the world is full of innumerable creative ideas. In a global village where innovation and new technology is growing from one corner to another, individuals should renew and update themselves, which is far more important than mere competition (Clifford, 2020).

Additionally, Pitch has the desire to succeed in others. He focuses on the success of his employees to ensure that he has good people. Therefore, his work revolves around removing obstacles and roadblock so that workers can be successful in their work. As stated by Dweck (2017), he is sympathetic, self-deprecating in nature and compassionate in navigating political minefields. Pichai is also a competent communicator who ensures that his staff understands the organization’s goals. On one occasion, during a meeting between Larry Page, one of Google’s co-founders, and a few directors and vice-presidents, Pichai represented as a spokesperson for Page’s idea after Page described unrelated ideas and concepts. He explained to the team what Page was talking about.

Pichai has been described as a boring person. It is a character trait that effective leader possess as the study has showed that boring leader is usually emotionally mature that means they conscientious, agreeable, and emotionally stable. He is reliable and predictable that symbolizes most of the best leader. Additionally, Pichai does not exclude charisma, as he considers it a politically correct term for narcissism, a personality disorder (Louw et al. 2017).

Positive elements of Pichai’s skills and behavior and their impact

Resilience: When Pichai launched Google Chrome, making it the undisputed market leader, he demonstrated the greatest sign of resilience skills. Getting the prototype to work, they faced resistance in the organization. Colleagues did not want to challenge of taking on Microsoft’s Internet Explorer. Google Chrome was presented by Pichai to Larry and Sergey, the founder, he still faced skepticism. Then CEO Eric Schmidt also objected to the project of Pichia. It was through his resilience that he later gained the confidence of Larry Page to proceed. Google Chrome was finally released in 2008 and made history (Business Insider. 2020).

Collaborative: Pichai, as a leader, is known for clearing contradictions and conflicts. He always emphasizes cooperation and knows how to be helpful. Pichai was different from other senior Google executives, as the way he handled it was different from the rest. It is because there was a belligerent internal culture in the top ranks of Google and as a result, turf wars are cropped up, which can be deadly (Ravyn et al. 2019). He can voluntarily give up some area to other executives for affluence. This nature earned him respect throughout the company and across trust of Larry Page (Johnson, 2019).

Team Player: Pichai’s leadership style helps his staff members overcome any barriers, and obstacles that stand in their way. He ensures the success of his organization by encouraging personal development and collaboration. Mr. Pichai values teamwork a lot and he think it’s very important to build organizations where employees really want to work together. He is trying to establish a collaborative culture as everything comes out through people working together (Sharmahd et al. 2018).

Relationship Builder: After taking charge as CEO of Google, Pichai told his colleagues at the company’s annual development conference that he wanted to create an idea of community in the company and make it more informal. Pichai can make an emotional connection when addressing people, revealing how emotionally intelligent he is. He also values people and his ability to connect with them makes him liked by his colleagues, product managers, and business people (Gandhi, 2016).

Negative elements of Sundar Pichai’s skills and behavior and their impact

According to the survey, more Google employees are losing confidence in their CEO’s point of view. In an internal audit where employees were asked if Pichai’s outlook on Google’s achievements inspired them, 78% said yes, which was 10% less than the year before. Also, employees were asked if they trusted Pichai and his executive team to lead quickly in the future. 74% of the total response was positive, a decrease of 18% from the previous year. While most responses are still encouraging, a decline is a startling change for Google, which boasts great working conditions, high employee motivation and salary (Luria et al. 2019). The loss of these things could mean that the company is at high risk of losing talent to Silicon Valley firms and that it threatens its ability to create new businesses that drive its raised advertising business. In 2019, disagreements arose between the employees and management of the organization, and reached out to more public members. Employees complained about a variety of issues, including the ethical use of artificial intelligence and the lack of benefits for contract workers. Employees also publicized their allegations in a walkout on stage about the agency offering a larger exit to officers accused of sexual harassment. In another survey on whether staffs planned to work at Google for another year, the response was 82% down 1% from the previous year (Inc.com. 2020).

As Sundar Pichai is very adored, as well as managers occasionally make some unpopular decisions, he wanted to be satisfied, which is not a favorable feature for any CEO. Pichai has made allies throughout the company and has taken on projects across Google’s countless weapons and executive suites. He basically avoids obvious conflicts in the company and during meetings he is mostly silent or indirectly answers questions, wanting more time to make decisions in private matters (García-Martín and García-Sánchez, 2020).

Conclusion

Sundar Pichai has brought with him a new style of leadership that goes against the grain. The information and technology-giant CEO used his humble background experience to influence his leadership style and move forward with the goal of inspiring the world through technology. Pichai’s servant leadership style has helped him develop an exceptionally diverse team culture, experience, vision and skills and a strong and capable organization that serves the world. In an organization, when each team member brings his strengths, the chances of success are higher. Towards the end, we should hold continuous learning and growth because it enhances personal effectiveness.

References

Business Insider. 2020. Leadership Lessons From Google CEO Sundar Pichai. [online] Available at: <https://www.businessinsider.in/Leadership-lessons-from-Google-CEO-Sundar-Pichai/articleshow/51508200.cms> [Accessed 22 December 2020].

Clifford, C. 2020. Google CEO: You Don’t Need To Code To Be Successful At Many Jobs Of The Future — But You Will Need This. [online] CNBC. Available at: <https://www.cnbc.com/2018/01/19/google-ceo-sundar-pichai-coding-isnt-the-only-tech-skill-you-need.html> [Accessed 22 December 2020].

Dweck, C.S. 2017. From needs to goals and representations: Foundations for a unified theory of motivation, personality, and development. Psychological review, 124(6), p.689.

Gandhi, L. 2016. Determinants of Best Manager-Lessons from Million Dollar Leaders to Millennial Managers. Management Today, 6(3), pp.147-151.

García-Martín, J. and García-Sánchez, J.N. 2020. The effectiveness of four instructional approaches used in a MOOC promoting personal skills for success in life. Revista de Psicodidáctica (English ed.), 25(1), pp.36-44.

Inc.com. 2020. Sundar Pichai’s 2-Step Plan For A Successful Life. [online] Available at: <https://www.inc.com/carmine-gallo/sundar-pichais-two-step-plan-for-a-successful-life.html> [Accessed 29 August 2020].

Jha, S. 2018. Self-Reflection for Personal Effectiveness: Insights from Literature. Asian Journal of Management, 9(2), pp.1015-1019.

Johnson, C.E., 2019. Meeting the ethical challenges of leadership: Casting light or shadow. SAGE Publications, Incorporated.

Luria, G., Kahana, A., Goldenberg, J., and Noam, Y. 2019. Leadership development: Leadership emergence to leadership effectiveness. Small Group Research, 50(5), pp.571-592.

Sharmahd, N., Peeters, J., and Bushati, M. 2018. Towards continuous professional development: Experiencing group reflection to analyse practice. European Journal of Education, 53(1), pp.58-65.

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